Harvard Business Review

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  1. Harvard Business Review; 05/01/2017
    An introduction is provided to an article in the issue on corporate leadership and the power of shareholders by professors Joseph Bower and Lynn Paine.
    (AN 122581905); ISSN: 00178012
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  2. Harvard Business Review; 05/01/2017
    (AN 122653403); ISSN: 00178012
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  3. Harvard Business Review; 05/01/2017
    (AN 122653430); ISSN: 00178012
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  4. Harvard Business Review; 05/01/2017
    (AN 122653431); ISSN: 00178012
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  5. Harvard Business Review; 05/01/2017
    (AN 122653432); ISSN: 00178012
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  6. Harvard Business Review; 05/01/2017
    (AN 122653551); ISSN: 00178012
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  7. Harvard Business Review; 05/01/2017
    (AN 122654217); ISSN: 00178012
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  8. Harvard Business Review; 05/01/2017
    (AN 122654458); ISSN: 00178012
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  9. Harvard Business Review; 05/01/2017
    (AN 122654540); ISSN: 00178012
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  10. Harvard Business Review; 05/01/2017
    A reprint is provided of the article "How Venture Capitalists Really Assess a Pitch." It discusses venture capitalists' (VCs') relations with entrepreneurs seeking finance for their start-up businesses, heavily referencing the professor Lakshmi Balachandra's experience working for venture capital firms, including in regard to entrepreneurs' pitches for funding. Topics, including gender stereotypes, trust and passion, are discussed. INSET: BONG KOH "I PREFER INVESTING IN MISSIONARIES".
    (AN 122654625); ISSN: 00178012
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  11. Harvard Business Review; 05/01/2017
    The article discusses the relationship between U.S. lobbyists and professional service firms, including in regard to employee retention.
    (AN 122654648); ISSN: 00178012
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  12. Harvard Business Review; 05/01/2017
    (AN 122654691); ISSN: 00178012
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  13. Harvard Business Review; 05/01/2017
    The article discusses consumer psychology regarding the purchasing of luxury goods, including in regard to the impact that advertisements (ads), which emphasize utilitarian product features, play in consumers' decisions to purchase luxury items.
    (AN 122654692); ISSN: 00178012
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  14. Harvard Business Review; 05/01/2017
    The article discusses the impact that daily sales quotas have on job performance among salespeople, including the impact of daily quotas on high performers' sales of low-cost goods and company profits.
    (AN 122654701); ISSN: 00178012
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  15. Harvard Business Review; 05/01/2017
    The article discusses the impact that suggested amount of charitable donations has charities' fundraising efforts, including the role that nudge theory plays in fundraising.
    (AN 122654702); ISSN: 00178012
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  16. Harvard Business Review; 05/01/2017
    The article discusses the impact that the behavior of sales personnel towards customers has on customers' purchasing of commercial products, including in regard to consumers' desire for privacy and personal space.
    (AN 122654858); ISSN: 00178012
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  17. Harvard Business Review; 05/01/2017
    The article discusses and offers a graph of American companies that are leaders in their use digital technology to increase business finance, including the use of real-time customer data analytics, predictive modeling and forecasting.
    (AN 122654859); ISSN: 00178012
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  18. Harvard Business Review; 05/01/2017
    The article discusses employees' attitudes regarding their boss's technical skills, expertise and emotional intelligence.
    (AN 122654860); ISSN: 00178012
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  19. Harvard Business Review; 05/01/2017
    The article discusses and offers graphs on boards of directors' responses to cyber security threats to their businesses, including their level of readiness and concerns over cyberthreats.
    (AN 122654885); ISSN: 00178012
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  20. Harvard Business Review; 05/01/2017
    An interview is provided with professor Paolo Aversa. When asked about his research on the quantity of innovations in Formula 1 (F1) race cars from the mid 1980s through the mid 2010s, he comments on failed innovations. He discusses the use of a hybrid automobile in F1 racing. When asked about the amount of turbulence and frequent changes in F1 racing, he mentions that waiting for greater predictability can help ensure innovation success. INSET: HOW TURBULENT IS YOUR ENVIRONMENT?.
    (AN 122581899); ISSN: 00178012
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  21. Harvard Business Review; 05/01/2017
    Frustrated by some of his experience with public/private partnerships, the author began daydreaming about how State Street, which has a large charitable foundation, could attack the problem of workforce development. The foundation was already spending millions of dollars a year in the areas of education and job training, and State Street is one of Boston’s largest employers: It could provide a job and a career at the end of a young person’s education, which nonprofits could not. Furthermore, the company is full of Millennials who want to volunteer as mentors. In 2015 Hooley and his team launched Boston WINs (“workforce investment networks”). They committed to investing $20 million and hiring 1,000 graduates of urban schools over the next four years. INSETS: State Street Facts & Financials.;''It Was Vital to Have That Support''..
    (AN 122582003); ISSN: 00178012
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  22. Harvard Business Review; 05/01/2017
    The article offers information on the journal's (HBR's) McKinsey Awards for articles published in the journal during 2016, including to authors Frank Dobbin and Alexandra Kalev for their article "Why Diversity Programs Fail" in the July-August issue, author Douglas Holt for "Branding in the Age of Social Media" in the March issue and author Adam Grant "How to Build a Culture of Originality" in the March issue.
    (AN 122655004); ISSN: 00178012
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  23. Harvard Business Review; 05/01/2017
    A New Model of Governance. Agency theory, promulgated by academic economists in the 1970s, is behind the idea that corporate managers should make shareholder value their primary concern, and that boards should ensure they do. The theory regards shareholders as owners of the corporation—but that raises a grave accountability problem: Shareholders have no legal duty to protect or serve the companies whose shares they own; they are shielded by the doctrine of limited liability from legal responsibility for those companies’ debts and misdeeds; they may buy and sell shares without restriction and are required to disclose their identities only in certain circumstances; and they tend to be physically and psychologically distant from the companies’ activities. Joseph Bower and Lynn Paine examine the agency-based model’s foundations and flaws and its implications for companies before proposing an alternative model that would have at its core the health of the enterprise rather than near-term returns to its shareholders. Their model would refocus companies’ attention to innovation, strategic renewal, and investment in the future. INSET: The Activist's Playbook..
    (AN 122581943); ISSN: 00178012
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  24. Harvard Business Review; 05/01/2017
    The CEO View. David Pyott led Allergan during a hostile takeover attempt by Valeant Pharmaceuticals and Pershing Square Capital Management in 2014. He describes how he fended off their bid and what companies need to do to reorient themselves toward long-term growth.
    (AN 122581950); ISSN: 00178012
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  25. Harvard Business Review; 05/01/2017
    The Board View. Barbara Hackman Franklin, an expert in corporate governance, sees her field as a tripartite system of checks and balances. Activist shareholders, she says, are a new and worrying complication. Here she proposes some important changes boards need to make.
    (AN 122581954); ISSN: 00178012
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  26. Harvard Business Review; 05/01/2017
    The Data. Five charts reveal that long-term-focused companies surpass their short-term-focused peers on several important financial measures and create significantly more jobs.
    (AN 122581961); ISSN: 00178012
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  27. Harvard Business Review; 05/01/2017
    At the top of the ladder, the stakes are high and the demands intense. Too many CEOs falter in the job; about a quarter of the Fortune 500 chiefs who leave their firms each year are forced out. Clearly, boards do not always get their hires right. In conducting an analysis of in-depth assessments of 17,000 executives, the authors uncovered a large disconnect between what directors think makes for an ideal CEO and what actually leads to high performance. The findings of their 10-year research project challenge many widely held assumptions. Charisma, confidence, and pedigree all have little bearing on CEO success, it turns out. Instead, top performers demonstrate four specific business behaviors: (1) They’re decisive, realizing they can’t wait for perfect information and that a wrong decision is often better than no decision. (2) They engage for impact, working to understand the priorities of stakeholders and then aligning them around a goal of value creation. (3) They adapt proactively, keeping an eye on the long term and treating mistakes as learning opportunities. (4) They deliver results in a reliable fashion, steadily following through on commitments. INSET: About the Research..
    (AN 122581886); ISSN: 00178012
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  28. Harvard Business Review; 05/01/2017
    “Onboarding” is an apt term for the way many companies support new leaders’ transitions, because not much more is involved than bringing the executive safely on deck. After that, he or she is expected to sort things out with little or no guidance. “Integration” suggests a more aspirational goal—doing what it takes to make the new person a fully functioning member of the team as quickly and smoothly as possible. That’s not common practice, unfortunately. The authors’ studies show that well-integrated executives can build momentum early on and reduce the average amount of time to full performance by a third, from six months to four. New leaders need the greatest integration support in five major tasks: assuming operational leadership; taking charge of the team; aligning with stakeholders; engaging with the culture; and defining strategic intent. INSETS: The Biggest Stumbling Blocks for New Leaders.;Where Companies Provide Support-And Where They Don't.;Assessing Your Company's Onboarding Effectiveness..
    (AN 122581987); ISSN: 00178012
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  29. Harvard Business Review; 05/01/2017
    High potentials being groomed as future leaders would appear to have it made—but their seemingly good fortune can turn out to be a curse. As they strive to conform to company ideals for leadership, they often bury the qualities that made them special. They become reluctant to take risks, lest they prove themselves unworthy. This “talent curse” can hinder personal growth, performance, and engagement—and even push people out the door. If you are on a high-potential track, watch for three signs of trouble: • A shift from using your talent to constantly trying to prove it • A preoccupation with your image, which feels increasingly inauthentic • The feeling that your present work is empty and only future opportunities will be meaningful Then take these steps to break the talent curse: • Own your talent; don’t let it own you. Balance others’ expectations with your needs and learn to accept help. • Bring your whole self to work. Channel the darker sources of your talent. • Value the present. View your current work as a worthy destination, not merely a stepping-stone. The talent curse may be painful, but grappling with it is an important part of learning how to lead.
    (AN 122582010); ISSN: 00178012
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  30. Harvard Business Review; 05/01/2017
    Many people with neurological conditions such as autism spectrum disorder and dyslexia have extraordinary skills, including in pattern recognition, memory, and mathematics. Yet they often struggle to fit the profiles sought by employers. A growing number of companies, including SAP, Hewlett Packard Enterprise, and Microsoft, have reformed their HR processes in order to access neurodiverse talent—and are seeing productivity gains, quality improvement, boosts in innovative capabilities, and increased employee engagement as a result. The programs vary but have seven major elements in common. Companies should: • Team with governments or nonprofits experienced in working with people with disabilities • Use noninterview assessment processes • Train other workers and managers in what to expect • Set up a support system • Tailor methods for managing careers • Scale the program • Mainstream the program The work for managers will be harder, but the payoff to companies will be considerable: access to more of their employees’ talents, along with diverse perspectives that will help them compete.
    (AN 122581983); ISSN: 00178012
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